Solutions to sustainability: utilising art to communicate the ineffable

Abstract

Purpose -Research problems focused on sustainability, such as changes to procurement practices, are new which necessitate new approaches to research methods. The purpose of this paper is to describe the application of an arts-based inquiry technique to supplement a mixed-methods approach. Design/methodology/approach -This paper presents an application of arts-based inquiry techniques as part of the qualitative analysis regime to communicate the approaches adopted by Australian organisations introducing sustainable procurement utilising the medium of collage. Findings -Arts-based inquiry is found to offer organisational research several complementary features. It engages multiple audiences in different "ways of seeing" and engaging with research. Originality/value -Arts-based techniques demonstrated in this paper offer sustainability and other researchers a complementary method of inquiry, to communicate change in society by opening the discourse between art, transdisciplinarity and sustainability, and to engage with multiple audiences in the process of change.

The impact of the COVID-19 pandemic on employee motivation and organisational resilience and the role of strategic HRM: renewal of a resource-based conceptual model

“…SHRM is “the pattern of planned human resource deployments and activities intended to enable an organisation to achieve its goals” (Wright and McMahan, 1992, p. 298). SHRM evolved with strategic management to achieve higher organisational performance and sustainability (Dyer, 1985; Grob, 2012; Haque, 2018). Wright and McMahan (1992) considered both vertical and horizontal issues where vertical SHRM links HRM functions such as training, retention, reward or compensation into the strategic management process and horizontal SHRM highlights the application and integration of the above HRM functions.…”

“…This is because organisations' internal resources, including the physical, financial and SHRM, are valuable, costly to imitate for others and capable of providing sustainable competitive advantages (Teece et al. , 1997; Grob, 2012). Competitive advantage from the RBV (Wernerfelt, 1984) benefits organisations by implementing a value-creating strategy that is not always easy to meet with other competitors (Barney, 1991).…”

“…The fundamental lesson of the RBV (Wernerfelt, 1984) is that organisations should capitalise on their internal strengths and available financial and HR resources (Wernerfelt, 1984;Teece et al, 1997). This is because organisations' internal resources, including the physical, financial and SHRM, are valuable, costly to imitate for others and capable of providing sustainable competitive advantages (Teece et al, 1997;Grob, 2012). Competitive advantage from the RBV (Wernerfelt, 1984) benefits organisations by implementing a value-creating strategy that is not always easy to meet with other competitors (Barney, 1991).…”

Arts and Mixed Methods Research: An Innovative Methodological Merger

“…In summarizing five key challenges, the Fetters and Molina-Azorin (2017) highlight that “triangulation” contradicts the goals of MMR, and problematize its apriority certainty of confirmation when used as a design and analytic strategy. Reflective of this statement is the paradox created by “artistically crafted work that reveals what is universal by examining in detail what is particular” (Eisner, 1995, p. 3 in Grob, 2012, p. 50). Such a statement is well aligned with MMRs’ goal of extending understanding and meaning through divergence.…”

“…Unique mergers between the arts and MMR can accelerate creative scholarship. Not only does the use of image and creativity enrich understanding of the human condition (Archibald & Clark, 2018; Chilton et al, 2015; Eisner, 2008; Gerber et al, 2012; Gerber & Myers-Coffman, 2017; Grob, 2012; McNiff, 2011) but ignites imagination to allow researchers to pioneer innovative research directions. As M.…”